action to regenerate community trust

annual report2012 -13

Registered Office:The Oasis Centre75 Westminster Bridge RoadLondon SE1 7EHt/f 02380 672568

www.regeneratetrust.org

Auditors:

Baldwins(Nottingham)Ltd.32 Eldon Business ParkEldon RoadAttenboroughNottinghamshire NG9 6DZ

Listening “magic” stirs volunteer action 2012 saw the Olympics and Paralympics come to London

with the whole of the UK getting behind Team GB. Total strangers chatted animatedly on the tube as the population basked momentarily in the reflected glow of the Games.

Massive credit for the overall success was given to the Games Makers, the team of volunteers from across the country who cheerfully oiled the wheels of this huge logistical operation with their big foam hands and boundless enthusiasm. There was much talk about how this spirit could be kept alive and channelled into existing charitable efforts. However, by the start of 2013 normal service was restored with austerity measures blighting the lives of huge swathes of disadvantaged residents. The expected surge of volunteering failed to materialise.

Throughout the entire year, RE:generate's teams of volunteers carried on with their activity. The growing Community Organiser programme sent people directly into people's home locations, listening to residents, helping them to identify their concerns and facilitating voluntary action to address these worries.

What concerns us all most is issues that immediately impact on us: “Yes, climate change is bad, but I'm more bothered that my kids can't play out on the green outside because of all the broken glass, used needles and dog mess there.” A communal litter pick and follow-up monitoring of the green resolved this mother's most pressing concern. RE:generate helps people to take control of their immediate environment then they can go on to tackle wider issues. This is why RE:generate continues to strike a chord in communities across the country and continues to attract volunteers into action.

The charity's work has been supported ably by my fellow Trustees whom I thank for their consistency and dedication. Most importantly our staff team should be commended for their vision, energy and commitment in upholding our values and sustaining the activity of RE:generate.

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The Trustees Chair's Foreword

Trustees are appointed at a board meeting and are responsible for the ethos and direction of the organisation.

They are selected on the basis of shared values and commitment to the mission of the Charity, and to ensure the balance of skills, age, gender and background experience that the Board feels are essential for the strategic management of the organisation.

Owing to retirements the Board has 2 vacancies

Maggie Pound (Chair)

Tony Prior

Oliver Low

Linda Jack

Staff Team

Stephen Kearney Chief Executive

Julia Olsen Development Director

Martyn Williams Finance Director

Helen Dowling Training Director

Nick GardhamProjects Director

Ditch TownsendHealth Research

& International Development

Lilian Akanoyse, Donna BrownDanny Brothers , Martha Brothers

Rebekah Duncan, Nick Laffan Harriet Richards, Rob Wicke

Community Animators/Organisers

Steph Wood Training Team Administrator

2012 to 2013 has proven to be a hectic period for the Trust, with the Community Organising Programme dominating activities for much of the year. This government funded training programme, designed to introduce the concept and practice of our listening work into England, involved us in training, supporting and mentoring hundreds of community organisers, trainees and trainers in associated organisations. With our small team and limited budget we successfully developed the training team and at the same time supported Locality’s programme management team.

The introductory training delivered to 250 aspiring community organisers has had a beneficial impact. As part of the Trust’s strategy to influence and inform transformations within British society, we have always encouraged people to listen carefully in their communities and identify leaders who would be prepared to act strategically and for the common good. We are therefore proud and delighted that as more organisations all over the country actively engage in listening in their communities, more people are participating positively in shaping their futures. Using the RE:generate listening methodology (now known as RSLM!) to mobilise and sustain activity, they are helping to address poverty and disadvantage at the roots.

The whole concept and approach to community networking and organising that we originally introduced to the UK in 1989 has now taken root in towns and cities all over the UK, so that part of our mission is fulfilled. There still remains a lot more to do. The Community Organising Programme only gives an introduction to the work and methodology. There is a lot more to learn and a lot that can go wrong! Inevitably some organisations and individuals are taking parts of the model and bastardising it. This creates problems because power cannot move ‘intelligently’ within communities if the whole process is not followed through appropriately.

The Trustees are determined to guard the integrity of our process and work, and to this end wish to establish an Association of RSLM Practitioners. Their intention is that this body will set the standard for this empowering work and will be available to support those who have done the foundation training, through the Community Organising Programme and other projects, to further develop their skills and understanding. The Association project team is working in close partnership with the University of Brighton to provide for the continuation of professional development through courses and training programmes of ‘Recognised Educational Quality‘. A link to the Association website can be found on www.regeneratetrust.org.

During the year our team has worked very effectively with two Local Authorities to help them face the national austerity measures. Both authorities are putting RE:generate’s RSLM process at the heart of their community engagement strategies - to help ensure the most vulnerable and impoverished are not further disadvantaged. These Councils, Bath and North East Somerset and Swindon Borough, are now perfectly placed to apply for funding from the government to transform the way they deliver public services.

During the year we have been approached by large national charities as well as trades unions, political parties, universities and businesses interested in our Community Engagement expertise. The RSPCA have engaged members of our team to help them develop their supporter and activist base and develop a long term strategy to sustain their activities by mobilising people in one of our largest cities. More on that in my next year’s report.

As this year ends I wish to thank all my staff and Trustees for their unwavering support and to re-affirm our determination to be strong, resolute and focussed in the year ahead. As innovators in social action and entrepreneurship we often find ourselves challenged by friends and ridiculed by competitors - as well as admired for our bravery, our courage and for the values and passion that motivate us. By our existence and  actions we will continue to challenge cynicism and apathy towards impoverished communities that seek to improve their lives.

Chief Executive’s

Report

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The Charity’s Mission is enabling participation, mobilising social action and transforming communities - so that people who are impoverished, left out, oppressed or disadvantaged can achieve a better quality of life for themselves, their families and their communities.

The Charity is built on a social enterprise model: our strategy is designed

to engage people, unlock hidden assets, build teams, shift power intelligently and help communities and government to

grow effective and sustainable solutions that tackle disadvantage at its roots

The primary aim is to address and remove the root causes of problems, poverty and disadvantage - to unleash hidden talents and resources in communities, and promote creative and collaborative solutions that shift power and effect lasting and transformational change.

The Charity’s approach is to apply and teach the innovative social research, development & education model known as Root Solution Listening Matters.

Our s ta f f team de l i ver engagement programmes,that facilitate people to engage in making changes that improve their lives, communities, neighbourhoods and institutions. This impacts on service delivery and informs policies.

We seek out, uncover, develop and support community leaders who will build trust and activate networks that effectively shape and improve the condit ions of l i fe experienced by poor or disadvantaged communities. We work with and train people to build and make active networks of customers, supporters, leaders, voters. They develop, inform, shape and campaign for local services based on clear market information, a broad-based mandate for action and a network of motivated and mobilised citizens who get involved in activities and action at every level.

The primary purpose of the Charity is to relieve poverty

in the UK and worldwide.

Type to enter text

The Charity teaches and equips individuals and communities to grow trust, respect, and the powerful networked relationships that can help them to identify and tackle root causes of poverty

and find lasting solutions.

“Listening Matters” Programmes

Bath and North East Somerset has been a focus of activity since 2008. RE:generate’s work has continually informed the Council’s engagement strategy and its impact has prompted interest and enquiries from adjacent authorities. The beginning of the year saw the launch of a partnership with BaNES Council designed to promote and develop wider and deeper cross-community collaborations through the application of the charity’s strategic listening methodology. It also saw the start of a new strand of work with Swindon Borough Council, the launch of the Newark Community Organiser project (a development from the partnership with Holy Trinity Community and Partnership Centre) and interest from other national not for profit organisations.

“I never thought we’d get this far - we’re changing lives and changing our community - I’m proud of the part we’ve played in making it a better place to live”

In January 2013 Whiteway ‘Changes’ team reached a significant development milestone when they incorporated their flagship project “Proud of Your Doorstep” and registered it as company limited by guarantee. This was a proud moment for the trusty band of volunteers who have travelled on long and often difficult personal journeys to build their organisation, maintain and grow the network, keep in touch with and challenge people into action at every level. They have gradually challenged and changed stressful behaviours affecting families, neighbours and the public purse. They have reduced the impact of littering, anti-social behaviour, relationship breakdown, low income and worklessness, and developed positive alternatives for local residents.

In May twenty young people and the STEP organisation in were introduced to the Listening Process and inspired to apply their new skills and insights to activate dialogue and pupil participation within local schools, and their catchment communities about how to tackle concerns about traffic, anti-social behaviour, the economy and future jobs.

In the early summer our team was working with the National Citizens Service and introducing the RSLM strategy to more than thirty young people. These young people went on to develop networks of volunteers within their own communities who were prepared to commit to improving their neighbourhoods, and nurture the well being of all residents.

All five trainee Community Organisers hosted by the RE:generate team in BaNES successfully completed their Post Graduate Certificate in Communities, Enterprise and Engagement and were progressed into second year of employment - one of them took up a very challenging position in Swindon, another picked up supporting the work of the Keynsham Action Team and the others continued their work in Radstock and Foxhill.

Animators consistently find new local talent and promote community leadership that is producing results. These actions benefit communities and shift attitudes within both resident communities and public institutions. By the end of this year over 3,000 residents across BaNES had been engaged and listened to by the team of community animators. Many contributed ideas and solutions as well as time to making a difference in their communities based on the results of the listening .

In the Charities Annual Report 2011-12 we noted that through the work done in partnership with Holy Trinity Community and Partnership Centre in Newark:

“community ambitions have been stimulated and aspirations raised....... Many people who had never before been involved in any kind of social action, are developing

confidence and capability as they lead and volunteer in new activities.

“After only 12 months, the challenge project delivered a ‘community holding team’ of over 30 people, a strong

team of 50 trained community listeners and 600 pledges to further the work into the future.”

In March 2013 the independent evaluation team reviewing the legacy and impact of the Neighbourhood Challenge two years after its completion, were impressed by the level of continuing voluntary social action activity stimulated by the work in Newark.

Although efforts were made to secure funds from local strategic partners and the BIG Lottery Fund to develop work in Bulwell were not successful, we were able to place three Community Organisers to work alongside this group and in neighbouring areas.

“By using your RSLM process to deliver the Neighbourhood Challenge with us, you [RE:generate’s work] helped us really see the value of listening and

to meeting people in their own homes. We all [Parishioners] now know that change is not

about doing for or doing to.” Fr.MO’D

Summary of Activities

Training Community Organisers

Under the Office for Civil Society National Community Organiser Programme the RE:generate has a major role as senior training partner to recruit, train and support the on-the-job learning of 5000 community organisers. This year our CEO, Training Director and staff team designed and delivered residential and on-line training to over 150 trainees in 4 new cohorts and took a further 80 through to completing their 51 week training year and graduation. RE:generate also played a key role in the first ‘action camp’ in Keele that was attended by nearly 400 trainee organisers, volunteers, hosts and invited others from across England.

“The trouble is that most government engagement arrives with an agenda – wanting to know about x or y – when for a local community the issues, priorities or interests are quite different. Therefore, government or

the local authority struggle to get traction.

“Community Organising takes a quite different approach. The Cabinet Office approach uses ‘Root

Solution Listening Matters’, as developed by RE:generate.

“There are other types of organising out there but the essence is to start where the community is, rather

than where we want them to be.” N.Smith, OCS

The impact of REgenerate’s work can be powerful – as hosts and trainee organisers are discovering. It always surprises people what trained listeners can set in motion simply by consistently asking the right questions with good intent to enough people. The Root Solution Listening Matters system helps to build trust between people and stimulate dialogue that leads individuals to take an action. An organiser who can both lead and develop local community leadership will deliver results by activating networks that challenge and change people’s attitudes and behaviours. Communities benefit as individuals come together and move to becoming contributors rather than consumers. They collectively begin to shift the balance of power between people and the state .

“Listening matters has had an explosive impact - this is emphatically the engine that should be tuned

and maintained with focus” N.Hurd MCS

We are always delighted by what is achieved by ordinary people who rise to a challenge and are moved to act. We are proud that so many individuals and communities have been inspired, animated and activated by their experience of working with community animators and organisers that RE:generate has trained.

A Community Organiser’s Story

“ I did a listening with a guy called George, in his late twenties, he had a colourful past, in with the wrong crowd as a teenager, as a result of this he was homeless aged 16 his mum couldn’t cope with his behaviour and had to throw him out as she had another young child. Eventually he managed to get into supported housing run by the Guinness trust. He still maintained a good

relationship with his family though he chose not to move back home. He has no education and never had a job. In the shared house that he lives in the tenants

do not have any outside space, even though the waste ground at the back of their building is also owned by the Guinness trust.

“He told me that he had wanted to create a community garden using the waste land but the Trust had continually refused to allow it. I asked him if the

other residents were interested in the same thing and we discussed ways to approach the Trust again involving the other residents by all writing a letter

expressing their interest in the project.

“That was that till a couple of weeks later I received a call from his mum: she was over the moon! After our listening he had talked to the other residents,

they discussed what they would do with the waste ground and agreed on a vegetable garden and outside seating area. They decided which veggies they wanted to grow and put a plan together. They made several calls to the Trust and put the idea in writing between them. To their delight the Trust agreed to let them have the ground and provided them with gardening tools and gave

them £1500 to buy seeds and other things to make it happen.

“The ground had been abandoned for years and was in a mess, so it was hard work to clear it, they were advised to plant potatoes this year to help the land become more fertile and be ready for other veggies next year. They have just harvested a healthy crop of potatoes and shared them between themselves. Next year they hope to harvest a crop of different veggies and want to sell them

at the local market.

“Each of these individuals have mental health problems and other issues but the fact that they have achieved this has filled them with confidence and

hope. They are passionate about this garden and have something to get up for in the morning. George has autism so struggles socially - this [involvement] has improved his interaction with people significantly and he has, according to his mum, taken more control of his mental health and finally accepted help from a support worker after years of his family trying to get him to do it. All this from

one 3o minute listening!

“If anyone has any doubt about RSLM, surely this is proof that it works and what a difference CO’s can make in [bringing] communities [together]”

Being the lead training partner in the Community Organiser Programme national partnership with Locality and the Office of Civil Society has continued to be both challenging and rewarding. The work of the organisers trained through the programme is delivering proven results on the ground. There were some difficulties associated with and inherent in the initial programme design which has required some modification. The foundation course and online support for Community Organisers and orientation workshops for host organisations has now been tested, reviewed and revised in response to feedback.

Establishing the accreditation and assessment systems for the Community Organisers was a demanding and time consuming piece of collaborative work led by our Director of Training. The accreditation standards developed in partnership with the Open College Network (Yorks & Humberside Region) ensures the community organisers are introduced to Root Solution Listening Matters systematic listening strategy and tools, the foundations of organising and other concepts, approaches and tools that will equip them to lead social action and strengthen community organisation.

For each cohort the training team facilitated 4 group supervision sessions every month and, working with Goodwin OCN centre, assessed the accreditation work of 135 trainees in total from the first three cohorts.

The Post Graduate Certificate in Communities, Engagement and Enterprise was launched in May. This is jointly delivered with the University of Brighton, our academic partner since 2010. A second course was run in September. It has proven to be popular with many of the trainee Community Organisers seeking a deeper theoretical understanding of RSLM and other organising models. The PGCert has also attracted participants from outside the national Community Organiser programme.

RE:generate has recently applied to be approved as an Open College Network training centre and invested in mandatory staff training and essential software. The intention is to develop national occupational standards and qualifications for community animating and organising. Other courses and programmes are in development and will be accredited with the University of Brighton for Recognised Educational Quality.

To support learning and ensure quality standards in organising and animating practice, the Charity will launch the Association of RSLM Practitioners in Spring 2013.

“I found this course [to be] an excellent exploration of the theoretical concepts behind community

engagement that link into practical experience on the ground. The Community Psychology module I took as part of the course was fascinating and helped me gain real insight into the structures and systems that

create and maintain disempowerment within our communities.” NL, TraineeCO

National partnerships and collaborations“I began my journey as a community organiser walking around in the area I was assigned to, stepping over dogs mess, nappies , needles,

walking past beds, wardrobes, fridges, freezers, computers, TVs all thrown out in the back

alleyways. The thought did cross my mind “how will RSLM work here, the residents obviously don’t care!”… How wrong was I?! It became apparent after the first week of listening how desperate

some people were, how they would lie awake at night petrified people fighting in the back alleys. It

took six months of listening before two women said “we will take action! We want to welcome our neighbours over to our house for a chat to get out heads together and see what we can do.” JMcF, CO

“Without the presence of a community animator we would not even have set out on our journey!

“From the initial meeting with this young man to today we now have the local youth interested in

political engagement training, and they are developing their own projects such as a debating group, a political youth forum and drama project.

There is now a buzz in the community which wasn’t there before and members are beginning to realise their collective power, and the power and

influence they can have on local and wider society.” TA, Trainee CO

Trainees’ stories

‘’We heard that the local highways budget had been spent on an electronic bollard. Some residents felt this was not the best use of public money ..... which encouraged the residents to pull together and they started making a list of some of the things they would like the money to be spent on ... in the next 4 years. The residents agreed to meet every month and be more involved in their community. When May 2013 comes around they hope to have more of a say with their County and Town Councillors, and start making improvements to the area that are important to them.” JMcF,CO

The charity has a long history of working with young people and interested schools to enhance participation and create opportunities for pupils to develop leadership and entrepreneurial skills within their home and school communities. In response to a number of requests and interest from trainee community organisers, staff now facilitate an internet-based learning exchange group that is focussing on working practice in schools. Various exercises, activities and resource materials have been developed, shared and made available on-line through our e-shop.

Following their 10 year review, the Teach First organisation invited Regenerate to deliver training in community engagement to their members. Several courses covering the RSLM system and essential listening skills have now been delivered and well received by students and staff. As the year ends, Teach First, Teach for All and Save the Children Fund have initiated discussions with the Projects Director, who is a TF alumnus about developing a long term relationship to help them better fulfill their mission to end educational disadvantage.

“My experiences in and out of the classroom pointed to two problems. First, there is enormous untapped potential among people living in disadvantaged communities. At the

grassroots of these communities, there is a completely different educational need which is not being addressed. People in these communities often view education as a

means to escape their community and leave the challenges behind—instead, they need skills to work together to

change their community. Nick Gardham, RE:generate Projects Director and Teach First Ambassador

“Change is something that generally happens or is done to disadvantaged communities, or for them - but not

often with them or by them.” 

RE:generate and Teach First are now looking at a long term partnership to tackle educational disadvantage more holistically by combining the ‘Root Solution Listening Matters’ framework with a strategic intent to find and equip 5000 inspirational community leaders across 5 continents who, by 2020, will nurture 5,000,000 ordinary people to take personal, community, institutional and wider society level action to address the root causes of poverty and disadvantage. Pilot projects in England, the USA and Peru are under consideration.

RE:generate was founded on the principle of collaboration and dialogue between communities with different levels and kinds of power. We are delighted that RE:generate is a “key partner” in national and local delivery of the importaant Business Connectors Programme. This partnership includes membership of the Business Connector Programme Advisory Group, the delivery of specific training to Business Connectors and an exploratory focus on exemplar areas for co-working.

The intention of this important programme is to facilitate connections and resource flow between community and neighbourhood level organisations, social enterprises, small business fora, regional networks and national corporate partners .

Since June 2012 RE:generate staff have been delivering a training module for the Business Connectors central training course. This course will run six times a year at Lloyds Banking Group residential training centre in Solihull.

The training provides an “introduction to Community Organising and the strategy behind the Community Organiser Programme - Root Solution Listening Matters”.

“In my area there is a lot of hostility towards recovery centres and places for the homeless to rest their head, but every so often someone who has needed the help of these organisations goes on to help others and be a productive member of the community. John’s life changed dramatically as he battled the effects of alcoholism and the devastation that ensued. He decided enough was enough!

“I explained the concept of community organising and suggested John become a volunteer. Since our meeting John has gone on to running the computer suite, attended Action Camp, runs a coffee afternoon for the recovery centre and we are now in the process of organising a Christmas day dinner for people in his building who have nowhere to go on Christmas Day.” DB, Trainee CO

Tackling poverty through education and social enterprise

In the light of the team’s continuing struggles on the ground in Zambia, the Trust undertook a review of International Strategy led by our highly experienced voluntary international development director. This affirmed the considerable potential of RSLM as an effective and culturally appropriate tool to facilitate authentic participation, transform behaviours and challenge systemic difficulties in the international development arena. This will require a long term commitment and resource to build the relationships and partnership.

The Trust has continued to explore opportunities to

introduce and embed the model within existing NGO’s that share our values and to fund small scale strategic projects developed by our sister organisation “Regenerate in Africa”. These projects are already making a difference and improving livelihoods and food security for the poorest people in rural Zambia. The network of RE:generate’s UK friends, which includes St Mary’s Cathedral, Glasgow, have provided funds to support the small animals livestock loan scheme or “bank” that was established by the team in Zambia in response to thousands of listening conversations.

The charity has continued to work with the Shaftesbury Partnership, Birmingham Creative Alliance and others to develop pilot pieces of work with local authorities, third sector arts organisations and faith-based organisations. However, despite the experience RE:generate has in simultaneously improving lives and reducing public spend, the current and continuing budgetary pressures Local Authorities appear to be reluctant, unwilling or unable to invest in developing long term strategic partnerships or in community engagement.

A series of conversations with the BIG Lottery clarified that while BIG understands and is supportive of the transformational approach, its funding remains firmly directed towards projects delivering specified outcomes . It is currently unable to fund developmental engagement and unspecified “emergent” activity.

Following extensive discussion early in the year, the trustees decided to make a modest investment in marketing the charity’s expertise, redesigning the website and refreshing the branding. To this end, on a consultancy and profit share basis, the charity has been with working with the Help Agency to develop and refocus the brand and marketing strategy.

Working with Divine software designers, the integrated RSLM digital platform has been fully developed and is already proving invaluable to practitioners. This e-suite is an attractive adjunct to the Root Solution Listening Matters system offer. The RSLM Digital Application (Mapping Strengths and Assets) was a highly commended finalist in the national Geovation Challenge. Educational and on-line tools developed by staff to complement and support fieldwork practice are now being sold through an on-line shop. These are producing useful income for the Trust and providing employment opportunities for volunteer community animators.

RE: generate will continue to fulfill its major responsibilities as lead training partner on the national Community Organising Programme and to promote training and orientation workshops, introductory and taster events to selected audiences. We will target leaders of organisations who are interested in long term transformational strategies, who would be prepared to listen to their communities, and be willing to invest in a community engagement process.

As deeper understanding of the distinctions between the superficially similar activities of community animation, community development and community organising is evolving and growing across the UK, the Trustees anticipate that the training and development of practitioners will continue to be a key work strand for the next 7 - 10 years, enabling the Charity to to fulfill its mission to promote wider participation in identifying, addressing and finding solutions to root causes of poverty.

Key strategic planks for both sustainability and effectiveness of the Charity are: (1) the safeguarding of intangible assets (knowledge, experience and Intellectual Property rights); and (2) the development of branded products that complement the training and delivery of the RSLM system.

Following their review of the governance structure and decision to establish an incorporated body for trading purposes the Trustees engaged CGB Law to advise and guide them through the process of fully protecting IPR (through licences, assignments and contracts) and establishing a new non-primary-purpose trading company designed to support the generation of unrestricted funds into the Trust.

Growing the Trust

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Looking to the Future RE:generate in Africa

5 year Strategy

The Trust is a vehicle and catalyst for change. A provocative, innovative, adaptive and enterprising charity we are the gold standard for community engagement nationally.

We will continue topromote and evolve our RSLM model as a tool to strengthen community and tackle economic inequity.

We intend to train, support, and connect 5000 RSLM practitioners in organisations, agencies and authorities in the UK and overseas. They will inspire and lead people to take actions together to address root causes of poverty and disadvantage

Finance and Management

Managing Risks Trustees regularly review the key strategic, business and operational risks to which the charity is exposed. The Trust aims to generate income from a broad base of interests and a varied portfolio of work. The charity’s intention is to co-deliver programmes with key partners to effectively engage communities and develop responsive services that protect and empower the most vulnerable people, and also deliver savings. Although austerity measures continue to impact, the interest and the market for effective solutions to cutbacks is expanding. The Trust will reduce direct delivery of activities over a wide range of communities and focus on development and delivery of educational products to support community self-empowerment, organisation and entrepreneurialism. The Trust’s income and expenditure is expected to remain stable in 2013/14. The charity will continue to deliver training for the national Community Organising Programme for a further 12 months. Development and promotion of quality training offers for an expanding market is ongoing and already staff have secured agreements to deliver specific training programmes for housing organisations, Teach First, Business in the Community, local authorities and community organisations. Political, reputational and intellectual property risks have been considered and professional advice sought. Strategies, plans and procedures to manage these risks are in place to mitigate potential impacts; recommendations from the governance structure review will be implemented next year.

Reserves Policy The Trustees have established a policy whereby unrestricted funds held on deposit which are not committed  can be used to cover up to six months normal expenditure on support and management costs.  The Trustees believe that the current activities of the organisation can be sustained even with a significant drop in income. The charity's fixed overheads remain extremely low and, at March 2013, free reserves were £8,477.  The Trustees plan to maintain this figure during 2013/14 and, if possible, will make a small improvement in the level of unrestricted reserves, during the year. 

Investment PolicyThe Trustees have considered the most appropriate policy for

investing surplus funds and they have determined that funds will be held in secure deposit-based accounts only. TheTrustees advocate the use of ethical or socially responsible banks provided that the charity is not financially disadvantaged.

Development Grant FundThe charity is committed to generating income and

disseminating its practice through commissions, social franchising and training. Any surplus is used to support community capacity building initiatives and communities in need. Gift Aid has also been set up. The Trust’s Funding priority is to sustain the core work from a broad base of sources, including government and charitable sources, commissions, contracts and income generation from trading; to develop investment into local project teams and raise development funds. Trustees have made it a priority to build a strategy to sustain and support the work in Zambia.

Grants PolicyThe Trustees’ first priority, when funds are available, is to assist

community groups that are using the Root Solution Listening Matters process for the benefit of disadvantaged and socially excluded people. The Trust will offer technical assistance, training support and provide seed-corn project development grants. The Charity does not fund statutory organisations but Trustees will consider supporting individuals who are committed to developing their communities. Volunteering Policy The Trust hugely values contributions made by volunteers, encourages volunteering and supports people who want to help the work of the Trust. Over the year many volunteers have supported the Trust’s work through their involvement with listening, fund-raising, strategy development, management, training, administration, IT and marketing. Around 4,000 hours were donated to RE:generate in the UK in 2012/13. At an average of £15.00 an hour this amounts to £60,000 cash equivalent. Other contributions include rent-free use of offices & meeting rooms in London, New Milton, Newark, Bath, Dartmouth.

Sustainability Policy Concern for the environment and promoting a broader sustainability agenda are integral to the charity’s activities and to the management of the organisation.  We aim to follow and to promote good sustainability practice, to reduce the environmental impacts of all our activities and to help our staff, clients, beneficiaries and partners to do the same.

Thank youThe Trustees gratefully acknowledge the many generous individuals who have funded and supported our work in England and Africa. Thanks also to our volunteers, advisers and critical friends who have

Resources and funds available .....

........and where they were allocated and spent.

£118,672(32%(

£190,545(51%(

£8,000(2%(

£25,000(7%(

£17,326(5%(

£12,000(3%(

Developing*&*Promo/ng*Listening*Ma5ers*

Local*Project*Development*

UK*:*Volunteer*Time>*Governance*

UK*:*Volunteer*Time>*Projects*

Governance*&*Other*Costs*

Zambia*:*Volunteer*Time**

£265,609(64%(

£50,000(12%(

£52,080(13%(

£33,000(8%(

£12,000(3%(

Grants'&'Bursaries'from'Public'Bodies'

Dona6ons'Received'

Contract'Services''

UK':'Gi>s'in'Kind'(Cash'Equivalent)'

Zambia':'Gi>s'in'Kind'(Cash'Equivalent)'

Financial Summary: income and expenditure for the period 1 April 2012 - 31 March 2013